Abstract
People are the most important component of any firm’s ability to cope with the increasing demands of a complex business environment; high calibre staff will overcome difficulties and seize opportunities that their less able colleagues fail to discern. From that general statement the conclusion that the firm should recruit the most able individuals for any given task is inescapable. But in order to do this, the limitations of the job within the overall management structure will have to be carefully studied since it is pointless to recruit individuals who are too highly qualified or able for the job that the organisation wants to fill; they will become discontented and leave.
This is a preview of subscription content, log in via an institution to check access.
Preview
Unable to display preview. Download preview PDF.
References
A. Rodger, N.I.I.P. The Seven Point Plan (1952).
D. Mayer and H.M. Greenberg, ‘What Makes a Good Salesman?’, Harvard Business Review, no. 2 (1964).
R. Blake and J.S. Monton, The Grid for Sales Excellence: Benchmarks for Effective Salesmanship (McGraw-Hill, 1970).
See, for example, H.J. Eysenck, Test your Own IQ (Penguin, 1975).
See, for example, H.J. Eysenck and G. Wilson, Know Your Personality (Penguin, 1976).
See, for example, S. Broadbent and B. Jacobs, Spending Advertising Money, 4th edn (Business Books, 1984).
N.C. Parkinson, Parkinson s Law (Penguin, 1965).
Copyright information
© 1987 Alan West
About this chapter
Cite this chapter
West, A. (1987). Recruitment. In: Modern Sales Management. Palgrave, London. https://doi.org/10.1007/978-1-349-18570-2_2
Download citation
DOI: https://doi.org/10.1007/978-1-349-18570-2_2
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-42146-8
Online ISBN: 978-1-349-18570-2
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)